3 Executive summary One hundred years ago only two out of ten of the world s population were living in urban areas. By the middle of the 21st century, seven out of ten people will be living in cities. Already global business is beginning to plan strategy from a city, rather than a country, perspective. Understandably so: well over half of the world s population lives in cities, generating more than 80% of global GDP. Standard population projections show that virtually all global growth over the next 30 years will be in urban areas. The number of people living in the world s cities is growing by nearly 60m every year. The key findings of the research are as follows. North American and European cities are among the world s most competitive today and are likely to retain their advantage until 2025, despite concerns over ageing populations and infrastructure, indebtedness and slow growth. While there is much concern in the West about the lingering impacts of the financial crises that have slowed plans for urban renewal, this has not reduced the ability of US, Canadian and European cities to attract capital, businesses and people, which is ultimately what this Index seeks to measure. New York (1st) and London (2nd) are rated as the world s two most competitive cities in 2025, while cities in the US, Canada and Western Europe account for 21 of the top 30 cities. Singapore (3rd), Hong Kong (4th) and Tokyo (5th) retain their position as globally competitive centres. The combined GDP of China and India is projected to exceed that of the major seven (G7) OECD economies in Despite this, leading cities in Western countries will continue successfully to compete against fast-growing emerging-market cities. Asia s economic rise is reflected in the competitiveness of its cities in Asian cities dominate the economic strength category of the City Competitiveness Index. This category, which accounts for 30% of the overall Index more than any other category measures how fast a city grows, how rich or poor its citizens are and how well a city is integrated into the global economy. Delhi and Tianjin top the list. All but three of the top 20 cities in this category can be found in the Asia-Pacific region. New York (3rd), Doha (16th) and London (19th) are the only non-asian cities to make the cut. There are nine Chinese and seven Indian cities in the top 20. The dominance of Chinese and Indian cities reflects rising incomes and urbanisation. Indian cities do particularly well on the measure of economic strength. This is in part because, much like in China s cities, average incomes will have doubled by But more significantly, India is less urbanised than China and will therefore see many more tens of millions of people with middle-class aspirations move from the rural 1 Looking to 2060: Long-term growth prospects for the world, OECD,

4 areas to its cities. Apart from Delhi (1st) and Mumbai (7th), Chennai (10th), Bangalore and Pune (joint 11th), Hyderabad (13th) and Ahmedabad (14th) make the top 20 on the measure of sheer economic might. The quality of institutions matters greatly for cities economic competitiveness. There is a strong correlation between the quality of a city s institutions and its overall competitiveness. This makes sense: a city s ability to tax, plan, legislate and enforce laws and its willingness to be held accountable by its citizens require strong institutions. Five American cities top the list in this category: Seattle, New York, San Francisco, Dallas and Washington DC. In all, 11 out of the top 20 cities rated best in the institutional character category join the top 20 in the overall Index. Among the top 20 for institutional character are five developed cities in Asia-Pacific: Hong Kong, Taipei, Incheon, Sydney and Auckland. Not a single city in developing Asia makes the top 20. At the other end of the spectrum, cities rated poorly on institutional character in 2025 are also the least competitive overall. Cities of all sizes can be competitive. The top ten most competitive cities in 2025 range from the world s biggest (Tokyo, with an estimated population of 37m) to some of the smallest (Zurich, estimated population 1.4m). Indeed, there is no major correlation between a city s size and its competitiveness ranking in the Index. Densely populated small city states such as Singapore (3rd) and Hong Kong (4th) will be among the most competitive places in 2025, along with Sydney (6th) and Stockholm (8th), which are spread out over a large geographical area. African cities lag most on competitiveness, while major cities in Latin America improve theirs. All regions have leaders and laggards in terms of competitive cities. Africa performs particularly poorly, with South Africa providing the only decent contenders, such as Johannesburg (66th), Cape Town (77th) and Durban (95th). In northern Africa, Cairo (106th) benefits from the economic power derived from its sheer size in In Latin America, major Brazilian cities São Paulo (36th), Rio de Janeiro (76th) and Porto Alegre (97th) will have improved their competitiveness significantly in All three cities are among the top 15 risers in the overall Index rankings. Their rise, combined with the relative stagnation of African cities competitiveness, will be seen as vindication by those who argue that Brazil rightly belongs to the select club of BRIC countries (Brazil, Russia, India and China) famously predicted by Jim O Neill, a former economist at Goldman Sachs, to be among the dominant economies by 2050 which have come to symbolise the shift in global economic power away from the developed G7 economies. Easy maritime access helps cities rapidly to ascend in the overall rankings. Nine out of ten of the fastest risers (led by São Paolo) in terms of improvement on the overall competitiveness measure are seaports or have easy maritime access. (Incidentally, only three of the top risers are capital cities.) The reverse is true for cities that have seen the steepest fall in their competitiveness ranking. The vast majority of them are either landlocked or face substantial challenges in their access to major seaports. These findings support a broad trend: a second tier of cities, often propelled by demographics and favourable geography, is becoming more competitive and closing the gap with its wellestablished rivals. The port city and Omani capital Muscat (ranked 64th) rises faster than any other city in the Middle East. Saint Petersburg (92nd), Russia s trade gateway to the West, improves its overall ranking, while Panama City (65th) owes its very existence to maritime trade through the Panama Canal. 3

5 The quality of a city s physical capital is highly correlated with its overall competitiveness. Statistically, the correlation between a city s competitiveness and the quality of its physical capital defined in the Index as the quality of physical infrastructure, public transport and telecommunications infrastructure is the strongest among the eight sub-categories that make up the Index. Two Chinese cities, Shanghai and Beijing, ascend to the top 20 in terms of their physical capital in 2025 and are among a group that is otherwise dominated by a mix of rich, wellestablished global cities. Eleven of them are also among the 20 most competitive overall. 4

6 Methodology overview Competitiveness is a holistic concept. While economic size and growth matter, several other factors determine a city s competitiveness, including its business and regulatory environment, its institutions, the quality of human capital, cultural aspects and the quality of environmental governance. These factors not only help a city to sustain high economic growth, but also secure its future competitiveness. Against this backdrop, the Economist Intelligence Unit defines a city s competitiveness as its ability to attract capital, businesses, talent and visitors. The 2025 City Competitiveness Index benchmarks the competitiveness of 120 cities across the world at two distinct points in time: today and in We do so by examining 32 indicators for each city. Indicators are grouped into eight distinct, thematic categories and assigned weights: economic strength 30%, physical capital and financial maturity 10% each, institutional character and human capital 15% each, global appeal 10%, social and cultural character 5%, and environment and natural hazards 5%. The Index includes a total of 27 qualitative and five quantitative indicators. A city s overall ranking in the benchmark Index is a weighted score of the individual categories. For a full breakdown of the categories, individual indicators and sub-indicators, weightings and data sources, see the Appendix. 5

7 Key findings and selected cities Major cities in India, Brazil and Russia are expected to improve their competitiveness and catch up to many cities in the developed world. Six of the top 25 most improved cities in terms of their overall competitiveness ranking are located in BRIC countries (bar China). Of these, three São Paulo, Mumbai and Saint Petersburg are in the top five. Delhi, Rio de Janeiro and Porto Alegre complete the list of major cities from the BRIC economies. There is no Chinese city among the top 25 most improved cities. This reflects the progress that Chinese cities have already made and the fact that many cities in India and Brazil still have a bit of catching up to do before they can match the competitiveness of their Chinese rivals. São Paulo (36th), the Index s most improved, is also the most competitive city among the BRIC countries. Shanghai (38th) comes in second, Beijing ranks 49th, while Mumbai, India s commercial capital, ranks 51st. Delhi, India s capital city, ranks 56th. South Africa and Indonesia, countries with the ambition of becoming the new S and I in an enlarged BRIICS, do not have a city in the top half of the Index in terms of overall competitiveness in Their leading contenders, Johannesburg (66th) and Jakarta (74th), just fall short. The top movers or most improved cities in terms of their competitiveness are São Paulo, Incheon and Mumbai. São Paulo, Brazil s commercial and financial capital, is the most improved city in the Index. The city leapfrogs from the bottom half of the table today to 36th place in A young and rapidly growing workforce, a good telecommunications infrastructure, and the city s openness are behind the surge in its competitiveness. Well-established democratic transitions and stable democratic institutions underpin its attractiveness for firms and people. Easy port access and financial maturity, the completion of a high-speed rail link to 6

8 Rio de Janeiro, a low risk of natural disasters, and its overall openness account for São Paulo s competitive edge in Incheon ranks 43rd and is the second biggest mover in the 2025 City Competitiveness Index. South Korea s third largest city has been one of the main engines behind the country s rapid economic development. Investments in a world class port, transport infrastructure and the development of the Incheon Free Economic Zone have all resulted in the city becoming a commercial, business, logistics and leisure hub for all of northeast Asia. It scores particularly well in quality of its physical capital (physical infrastructure, public transport and telecommunications), institutional character (particularly local government fiscal autonomy, electoral process and government effectiveness), low risk of natural disasters, human capital (quality of education and healthcare) and global appeal (frequency of international flights). Mumbai, India s commercial capital, comes third in terms of improved competitiveness. The city improved its rank to 51st in the overall Index. This surge in competitiveness is driven by Mumbai s sheer economic strength and its improved financial maturity and cultural vibrancy. Unlike São Paulo, which improves in all categories, Mumbai is losing out to other cities in an astonishingly large number of categories: physical capital (88th), institutional character (joint 76th), environment and natural hazards (joint 102nd), global appeal (73rd) and human capital (84th). Jakarta edges up two ranks to 74th position on the overall Index. Its competitiveness improves significantly owing to its rising economic strength, its unrivalled position as a financial centre of a vast archipelago, and better connectivity with the region and the world. It is held back by its geography, its liability to flooding and the vast gap it will have to close to counter decades of chronic underinvestment in its defences. Although its importance as Indonesia s capital and largest city will only rise, Jakarta fares relatively poorly in higher education development and regional market integration. 7

9 effectiveness, the quality of healthcare and flight connectivity. THE UNITED STATES New York is the most competitive city today and will remain so in The city makes gains in almost all major categories. It tops the ranking in terms of financial maturity and is among the most competitive on institutional character (2nd) and economic strength (3rd). While building on its strength as the world s financial capital and a magnet of opportunity for people from America and beyond, the city owes its competitive edge in 2025 to improvements in other areas. New York s environmental governance still lags behind other cities, but its NYC 2030 plan sets out a credible blueprint for improvement. The quality of healthcare, although not among the best globally, improves in 2025, pushing up the city s ranking in the human capital category by 20 places to 27th. Chicago ranks ninth in the overall Index and is America s second most competitive city after New York. As America s second most important financial hub after the Big Apple, Chicago ranks 20th in the category of financial maturity. It ranks above any other US city on its environmental governance and ability of dealing with environmental challenges (joint 4th). Its public transport plan runs until 2040, and its water management plan controls water quality, supply and demand through to The city s economy is projected to grow by an average of 3% per year, roughly on par with San Francisco and Washington DC. The city has a long history of attracting immigrants and ranks 15th globally on social and cultural character. Other components that underpin its competitiveness are projected improvements in government Washington DC is America s third most competitive city and ranks 14th in the overall Index. America s capital is a good all-round performer. It scores particularly well in the categories institutional character (joint 4th), social and cultural character (joint 6th) and financial maturity (joint 32nd). The city is seen as one of the worst US cities in terms of traffic congestion and waiting times, and investment in physical capital (joint 31st) is currently not a priority. There has been a dramatic improvement in the telecommunications infrastructure, with a rise in broadband adoption and Wi-Fi spots, making Washington a wired city to watch. Education is a priority, but healthcare much less so, and relative to other cities Washington descends in the rankings on both counts. The capital, one of the wealthiest US cities, is still seen by Americans as one of the best places to live. Los Angeles ranks 17th on the overall Index, ascending by seven places between 2012 and The city is the second most competitive US city in terms of economic strength (ranked 27th globally). It is one of the largest and most diverse jurisdictions in the US and ranks third in North America on global appeal (21st overall). The city scores particularly well in the category social and cultural character (joint 6th), a reflection of its cultural diversity, openness and tolerance. Like many of its peers the city struggles with fiscal constraints, but is projected to improve in terms of its government effectiveness. Continuous upgrades to the infrastructure of its port help to protect the city s position as a trade gateway to the Pacific Rim. By far the biggest improvement, moving up 43 ranks in 2025, is seen in the category environment and natural hazards (52nd). The City of Los Angeles has credible and long-term water and air quality improvement strategies in place and is committed to improving environmental governance and a performance-based budgeting system, which it introduced in

10 San Francisco is ranked 18th in the overall Index and the fifth most competitive city in the US. It is the second best performer on North America s West Coast, behind Los Angeles (17th), but ahead of Vancouver (28th) and Seattle (35th). The city performs particularly well in the category institutional character (joint 2nd). As a specialised global hub for IT venture capital and private equity, it ranks joint 32nd in terms of its financial maturity. San Francisco gains strongly as a result of improvements in the categories quality of healthcare and government effectiveness. It is proactive in attracting businesses and provides both quality education and healthcare services to citizens, with a Healthy SF Initiative aiming to improve access to healthcare. The city benefits from its reputation as one of the most liberal and most accepting cities. ASIA Singapore ranks third overall in the Index and is the highest-placed Asian city. The city state scores particularly well in terms of its physical capital (ranked joint first overall), financial maturity (joint first), and environment and natural hazards (joint first) and global appeal (3rd). None of this is surprising given the city s efficient transport system, lean bureaucracy, safe and clean environment, and its increasingly high international reputation. The city s focus on improving the quality of education allowed it to jump 27 places to 10th in the human capital category in Singapore drops 24 places to 39th in the economic strength category, displaced by the 20-plus cities from developing Asia that dominate the top 30 positions. Singapore s demographics weigh on its competitiveness: its working-age population is projected to be stagnant at 3.6m between 2012 and 2025, highlighting the need to ensure that the city remains a hub open to the flow of people, ideas, capital and goods and services. Hong Kong ranks fourth overall in the Index. It shares with Singapore many of the features that underpin its competitiveness. Hong Kong is ranked particularly highly in terms of its physical infrastructure (joint first overall), financial maturity (joint first) and global appeal (5th). Like Singapore, however, it is moving down the ranks in the category economic strength in 2025 (ranked 60th, down 39 places). Hong Kong s income level is below Singapore s; it is growing more slowly and lags its rival in terms of managing the 9

11 environment. But Hong Kong is able to fend off Singapore in the category social and cultural character and benefits from the efficiency gains of a well-run, densely populated area located on the southern coast of China, the world s largest economy in Delhi, India s capital, is ranked 69th overall in 2012 and rises to 56th place in 2025, by which time it will top the global ranking in the economic strength category. Delhi s rise mirrors that of many large urban areas in India. The city is a magnet of opportunity for companies and people alike. Its shared border with Uttar Pradesh, a state with a population larger than Brazil s, is a locational advantage few companies can afford to ignore. Delhi s competitiveness will improve in areas such as financial maturity and social and cultural character. But rapid, often poorly managed urbanisation and breakneck economic growth will take their toll. Delhi performs poorly in the environment and natural hazard category, as its policymakers struggle to put in place environmental policies that limit pollution and ensure a sustainable supply of water. Mumbai, India s financial capital, ranks 51st in the overall Index. The city s surging economic strength (ranked 7th), improved financial maturity (9th) and a better score in the category social and cultural character (60th) account for the improvement in competitiveness. Unlike its Brazilian counterpart, the financial and commercial capital São Paulo, which recorded improvements in all categories, Mumbai is losing out to competitors in three categories: institutional character (76th), environment and natural hazards (102nd) and global appeal (73th). in terms of economic strength (17th) as it is overtaken by cities in emerging Asia. Its ageing workforce and limited government effectiveness are also a drag on its competitiveness. Tokyo would have struggled to retain its competitive edge in our benchmark assessment without an impressive improvement in its projected ability to cope with natural disasters and environmental governance. (In this category, Tokyo ascends from the bottom half of the rankings to joint 36th.) Jakarta edges up to 74th place in the overall Index. Jakarta scores well in the categories economic strength (24th) a big chunk of economic activity of Indonesia s 272m-strong population in 2025 is concentrated in Jakarta and financial maturity (32nd). Improving the connectivity of the capital with the vast archipelago that is Indonesia and the world is a priority of the federal government s 2025 Economic Masterplan. Jakarta is held back by its topography (as a low-lying city it is prone to flooding) and the chronic underinvestment in its defences. It ranks among the worst in the world (114th) in the category of environment and natural hazards. Although its economic importance as Indonesia s primary city will only rise, it scores relatively poorly in the categories global appeal (73rd), social and cultural character (86th) and human capital (97th). Tokyo is ranked 5th in the overall Index and remains Asia s most competitive city that is not a city state (Singapore third, Hong Kong fourth). Tokyo s primary strengths are the maturity of its financial system (joint first) and impeccable physical infrastructure (joint first). Tokyo loses out 10

12 The only category in which London struggles to keep up with the world s most competitive cities is human capital, in which it is ranked 44th in EUROPE, THE MIDDLE EAST AND AFRICA (EMEA) London ranks second overall in the Index. It is the only European city apart from Paris (7th) and Stockholm (8th) in the top 10. London ranks particularly well in terms of its financial maturity (joint first overall), physical capital (joint first) and global appeal (joint first). The city retains its role as the UK s and Europe s leading financial centre. Notably, London is the only city in the developed world that rises significantly in terms of its economic strength between 2012 and 2025 (ranked 19th, up 18 places). The South-East of England is among Europe s most densely populated areas, and London s population is projected to rise from 8.6m currently to 14.4m in The city thus remains a magnet of opportunity for businesses and people, although a tightening of immigration rules has made hiring foreign nationals more difficult. The quality of its physical capital, compromised by decades of underinvestment, has been given a boost by multi-billion investments in the city s public transport infrastructure as part of its bid for the London Olympics in Public transport is a key priority, and the city has been successful in implementing innovative ways of managing road traffic. London moves up the overall ranking in the categories of institutional character (12th) and its ability to implement environmentally sustainable policies and mitigate the impact of natural hazards (joint 15th). The provision of quality primary and secondary education and access to affordable healthcare are, as any Londoner will tell you, a matter of concern. Dubai moves up to 23rd place overall in the Index. Dubai is one of several cities in the Middle East that are among the top climbers in the overall Index the others are Doha (24th), Abu Dhabi (39th), Muscat (64th), Kuwait City (63rd) and Riyadh (87th). Dubai is a good all-round performer and improves its ranking in seven out of eight categories. Its competitiveness is in part owing to the fact that the city has been planning actively for a future without petrochemicals for some time. Dubai ranks 44th overall on economic strength, reflecting the rapid growth of its tourism, real estate and financial services sectors. Its low-tax and pro-business economic philosophy continues to attract businesses and people as Dubai attempts to expand its status as a global city and financial and cultural hub of the Middle East and the Persian Gulf region. The city, one of seven emirates in the United Arab Emirates, is making major strides in terms of competitiveness in the categories of human capital (5th), financial maturity (9th), global appeal (31st) and physical capital (37th). Its opaque political system and lack of pluralism and diversity limit progress until 2025 in the categories institutional character (joint 43rd) and social and cultural character (joint 78th). Saint Petersburg, Russia s second city, ranks 92nd on the overall Index. Its capital city Moscow ranks 59th. Russia s gateway to the West is among the least competitive in Europe only Ankara (103rd) has a lower ranking. However, Saint Petersburg ascends by 15 places, driven by improvements in the categories of economic strength (74th), human capital (73rd) and environment and natural hazards (joint 69th). Russia s only major port on the Baltic Sea is expanding, with its population projected to cross the 5.1m threshold in 2025 (from 4.6m currently). The city also improves in the categories physical 11

13 capital (joint 56th) and financial maturity (joint 77th). Saint Petersburg improves but still performs poorly in the category institutional character (102nd). The city has very limited fiscal autonomy, struggles with endemic corruption and lacks political autonomy, with the mayor and many city officials appointed by or under significant influence of politicians in the capital Moscow. Tel Aviv ranks 41st in the overall Index. Its position improves by 16 places as the city becomes more competitive in the categories human capital (35th), institutional character (40th) and economic strength (81st). It performs best in the category financial maturity (joint 20th) and human capital (35th). A firm and long-standing commitment to first-class education and universal quality healthcare underpins Tel Aviv s attractiveness. Despite ongoing political and security concerns the city remains open and tolerant, and its pro-business policies make it attractive to both businesses and people. This attractiveness is reflected in Tel Aviv s size (its population is projected to rise by 1m to 4.3m in 2025), and the pace at which its economy is growing (at an annual average of 3.8%, its economy is growing faster than that of many cities with a comparable level of income). improve in the category physical capital (69th). The strategy also focuses on measures to improve the city s financial maturity (joint 77th) and is generally pro-business and pro-investment. The city has a vibrant cultural and sporting scene, but compared with better-connected global competitors it scores poorly on the quality of education and healthcare. The city has a comprehensive disaster management plan in place. As a major tourist destination it performs better than its African competitors in the category environment and natural hazards, but globally it only ranks joint 81st. Cape Town s rank moves to 77th in the overall Index. Cape Town is South Africa s second most competitive city after Johannesburg (66th), but notably outranks Johannesburg and all other African cities in the Index on five out of eight categories. In terms of overall competitiveness, the economic strength (98th) of South Africa s third most populous city is lower than some other regional cities, owing to its slower growth rate. Its high score in the institutional character category (28th) reflects Cape Town s high degree of fiscal autonomy, simple tax code, transparent electoral process and improved government effectiveness. The city s development strategy includes investment in port infrastructure and public transport and telecommunications, allowing it to 12

14 LATIN AMERICA São Paulo is the most improved city in the overall ranking. Brazil s commercial and financial capital ascends from the bottom half of the overall rankings table today to 36th place in The city s rank improves in seven out of eight categories. Its ascent is fuelled by improvements in the categories financial maturity (ranked joint 9th overall), institutional character (54th), physical capital (60th) and human capital (77th). A young and rapidly growing workforce, good telecommunications infrastructure and improved government effectiveness drive the surge in competitiveness. Other factors underpinning São Paulo s competitive edge in 2025 are its massive and growing port and rising financial might, the completion of a high-speed rail link to Rio de Janeiro, a low risk of risk of natural disasters, and the city s overall openness and diversity. São Paulo s growing economic strength (50th) matters as well. However, in contrast to Mumbai, the third most improved city in the Index, sheer economic size and growth is not the primary driver behind this improvement in competitiveness. Mexico City ranks 72nd in the overall Index. Despite having higher income levels than most of its regional competitors, the city is only the fifth most competitive in South and Central America. Mexico City s performance is mixed. It makes up ground in four categories: financial maturity (joint 20th), economic strength (59th), social and cultural character (joint 67th) and environment and natural hazards (joint 81st). Mexico s political and commercial capital is projected to struggle in tackling environmental challenges that will only worsen as the city s economy grows (annual GDP growth is expected to accelerate from an average of 2.7% to 3.5% during ). The challenges include poor air quality and chronic water shortages. The city s global rank deteriorates in four categories: drags on its competitiveness are worsening scores in the categories global appeal (54th) and human capital (65th), an uneven institutional character (89th), and the relatively poor quality of its physical capital (joint 95th). Individual factors that limit the city s competitiveness are a quota system for foreign workers, a decline in its working-age population, corruption and relatively poor governance, and low educational attainment. Santiago ranks 60th in the overall Index. The Chilean capital is the second most competitive city in Latin America after São Paulo (36th). Santiago s competitiveness improves on the back of its growing economic strength (56th) the city s population is expected to grow by more than 1m to 7.1m in The city scores better than in any other category on the quality of its physical capital (24th). It benefits from a well-developed telecommunications infrastructure and the government s continued focus on investment in the areas that shaped the city: maritime transport and commerce. The government plans to double the city s airport capacity by 2030, a step that will mitigate the city s relative isolation, which is currently reflected in its limited global appeal (65th). Santiago s rank improves in the categories financial maturity (joint 32nd) and environment and natural hazards (joint 85th). Panama City ranks 65th in the overall Index. It ranks third in terms of competitiveness in South and Central America after São Paolo (36th) and Santiago (60th). Panama City does particularly well in the category economic strength (48th), on which it beats all of its peers in Latin America. This is because, despite its tiny population of 1.4m, it is 13

15 growing at rates only seen in developing Asia (the population is projected to rise to 2m in 2025). The future of the Panama Canal, on which the city s future depends, is secure. Under the Logistics and Transport Masterplan, post-panamaxsize ships will traverse the canal starting in 2015, in effect doubling its capacity. A trade agreement with the US, its biggest trading partner, will further improve the trade integration of Panama City s dollarised economy with that of the US. The city government has ambitious plans to create a firstclass public transport system by 2030, but limited government effectiveness and high levels of corruption will make implementation tricky. Already a leader in the field of telecommunications in Latin America, improvements in the quality of the telecoms infrastructure help the city to improve its ranking in the category physical capital (joint 56th). Panama City s financial maturity (joint 56th) remains mixed, despite government efforts to get the OECD to remove Panama City from its grey list of tax havens. 14

20 Regional findings One of the findings revealed by the 2025 City Competitiveness Index is the fact that very few of the most competitive cities can do without three things: a high level of income, favourable demographics and access to quality seaports. A city s access to and quality of seaports are particularly good predictors of its competitiveness. Almost every single city in the top 50 of the Index is rated excellent or very good in the category access to and quality of seaport(s). The three notable exceptions are Delhi, India s landlocked and hugely populous capital city, Atlanta and Philadelphia. Money matters. Only two cities among the top 40 in the overall ranking Dubai (23rd) and Kuala Lumpur (31st) fail to make the top 40 in terms of income per head, a category in which Dubai ranks 56th and Kuala Lumpur joint 77th. Demography matters. The faster a city grows, the more likely it is to ascend in the overall ranking. Mapping city competitiveness The hotspots of competitiveness in 2025 are concentrated in North America, Europe and a handful of advanced economies in Asia and the Pacific region. Despite rapid growth in Africa and Latin America, there is a vast competitiveness gap between their best-performing cities (São Paulo: 36th, Johannesburg: 66th) and those in the developed world. North American cities dominate the list of the most competitive cities in the 2025 Index. Six of the top 20 are US cities: New York (1st), Chicago (9th), Washington DC (14th), Los Angeles (17th), San Francisco (18th) and Boston (19th). One Canadian city, Toronto, falls into the top 20, ranked at 10th. Europe, with seven of the 20 best-performing cities, is another hotspot of competitiveness. However, a closer look reveals a competitiveness divide between northern and western Europe on the one hand, and southern and eastern Europe on the other. The top 15 cities in Europe are those that are located in the core of the eurozone (Paris, Amsterdam), plus Copenhagen, London, Stockholm and Zurich. The bottom half are located in eurozone countries that have been hit particularly hard by the euro crisis (Madrid, Rome, Lisbon and Athens among them) or in new EU member states (or countries that aspire to join the EU) such as Bucharest or Ankara. 19

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Special Timetable of Lufthansa German Airlines for 20APR10 Sonderflugplan der Deutschen Lufthansa für 20APR10 All flights listed here are most likely to be operated - short time cancellations might still

Opportunities for Action in Operations Working Capital Productivity: The Overlooked Measure of Business Performance Improvement Working Capital Productivity: The Overlooked Measure of Business Performance

GOING FOR GOLD AUGUST 2012 A COMPARISON OF GLOBAL OFFICE PROPERTY MARKET PERFORMANCE London on the rise but Beijing takes the Gold With the eyes of the world focused on sporting and cultural achievement

Norton Rose Group expands across Canada, Latin America and Kazakhstan Creating one of the world s leading energy and mining practices Norton Rose Group expands across Canada, Latin America and Kazakhstan

Opportunities for Action in Industrial Goods Winning by Understanding the Full Customer Experience Winning by Understanding the Full Customer Experience The old adage What gets measured gets done is fine

Industry Service Line 9 ABeam Consulting has developed a proprietary network utilizing the strengths of being Asia based. We provide service that fits the local conditions to clients in every region and

Strategic Operating Environment Scan 04 On the Minds of Business Leaders: Expectations for the Next Months On the Minds of Business Leaders: Expectations for the Next Months Beginning this year, A.T. Kearney

Express fast and easy 19 fleet of freighters 80 destinations World s largest capacity holder on Trans-Pacific routes The experience of a leader - Korean Air Cargo The second largest cargo carrier in the

Global Cities Index and Emerging Cities Outlook Global Cities, Present and Future Today more than ever, global cities need to run just to stand still. Urban leaders who wish to provide their citizens with

Freight Forwarders: Thinking Outside the Box Given its size, profitability, and expected growth rates, freight forwarding is among the most attractive segments in the North American transportation services

Private Equity Practice Group www.stantonchase.com Stanton Chase is a leader in executive management and board recruitment with global footprint, local expertise, and extensive experience across numerous

A special report from The Economist Intelligence Unit www.eiu.com Contents Overview 2 Top ten economies in 5 at market exchange rates 3 The rise of Asia continues 4 Global dominance of the top three economies

The leading adviser in the global education sector 3 Global Financial Advisory Rothschild stands apart from the competition. What makes Rothschild special as an adviser is that we are: Focused on clients

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Opportunities for Action in Financial Services Sales Force Effectiveness: Moving Up the Middle and Managing New Prospects Sales Force Effectiveness: Moving Up the Middle and Managing New Prospects Good

An Overview of Cathay Pacific Airways A Home Carrier in Hong Kong Founded in 1946 Based in Hong Kong 126 aircraft, average age under 11 years 117 destinations in 37 countries worldwide 18,500 staff: including

Leading Research Paul Hyde Ken Favaro Ashish Jain Samuel Bloustein Small Business Banking Customers An Attractive Segment for Organic Growth Small Business Customers Are Among the Most Profitable Segments